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Why do you do what you do?

Why are some people and organizations more innovative, more influential, and moer profitable than others? Why do some command greater loyalty from customers and employees alike? Even among the successful, why are so few able to repeat their success over and over?

People like Martin Luther King Jr., Steve Jobs, and the Wright Brothers might have little in common, but they all started with why. It was their natural ability to start with why that enabled them to inspire those around them and to achieve remarkable things.

In studying the leaders who've had the greatest influence in the world, Simon Sinek discovered that they all think, act, and communicate in the exact same way -- and it's the complete opposite of what everyone else does. Sinek calls this powerful idea The Golden Circle, and it provides a framework upon which organizations can be built, movements can be lead, and people can be inspired. And it all starts with WHY.

Any organization can explain what it does; some can explain how they do it; but very few can clearly articulate why. WHY is not money or profit-- those are always results. WHY does your organization exist? WHY does it do the things it does? WHY do customers really buy from one company or another? WHY are people loyal to some leaders, but not others?

Starting with WHY works in big business and small business, in the nonprofit world and in politics. Those who start with WHY never manipulate, they inspire. And the people who follow them don't do so because they have to; they follow because they want to.

Drawing on a wide range of real-life stories, Sinek weaves together a clear vision of what it truly takes to lead and inspire. This book is for anyone who wants to inspire others or who wants to find someone to inspire them.
Published: Penguin Group on
ISBN: 9781101149034
List price: $12.99
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An excellent look at one of the keystones of business philosophy. I believe the author is starting from the wrong philosophical basis, however many of his observations are spot on. While some of the examples feel contrived, the points made appear to be significant. I must say that (as with most business books) the content is more wordy than necessary to convey the basic idea - however the volume of content may be necessary to convince the expected audience. Once you grasp the key concepts however the idea is quite engaging - I have been striving to define a relationship based interaction with customers for years, it appears that Sinek is ahead of me in this.====SECTION 2=====Wow! just wow - assuming he is correct then I need to open up more about my why. I already have a why - have for years - it is what has driven me to this point - and what continues to drive me forward - it is how I motivate myself - but the idea that it could be the key to motivating others is not one I have stopped to consider. One of the most interesting things to consider as you read the second section is the primary example used - Apple. Since the death of Jobs, I think we can see a clear pattern of Apple starting to shift their focus from WHY to WHAT - commoditizing their products and shifting to a more mainstream presentation. Which raises the question "does it take a single individual with vision to maintain a solid why?" (any doubt on this point - just look at how much they are focusing increasingly on manipulation instead of inspiration to keep customers). His next point is restating "one size doesn't fit all" which is on my list of differentiators. Final point from section 2 - trust is a result of shared beliefs - without those shared beliefs you can choose to make things work but it won't happen automatically (lack of trust)====SECTION 3========You cannot convince someone else of your value - they will believe it on their own - based on their trust in you. Build trust (through shared values and beliefs) and they will attribute value to you. Although the author doesn't word it this way- it would seem that the customer always has this niggling suspicion in the back of their mind that you are just in it for yourself - for what you can get out of it - for the money, the power, etc... It is up to you to prove your values to allay this suspicion - which of course can only be accomplished if indeed it is not true.To earn anothers trust you must serve them. You must make their progress easy - clear their path - open doors - solve their problems.more
Great book that delivers on its title. To inspire we need to change our focus from what or how we do things to why we do them. He claims that shift can streamline communications inside and outside a company and is what helps to make an emotional connection. Its not that you have never heard this kind of idea, however it is the way he presents and plays with this concept that that makes it worth reading.more
Start with the title. You're done. The rest of the book simply gives examples of those companies that had vision and those that didn't. If you already believed the basic premise, there was little to gain. It didn't explain how to keep why paramount in your day to day work, how to find why if you are working in a job without a clear purpose, how to inspire others to share your vision.more
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Reviews

An excellent look at one of the keystones of business philosophy. I believe the author is starting from the wrong philosophical basis, however many of his observations are spot on. While some of the examples feel contrived, the points made appear to be significant. I must say that (as with most business books) the content is more wordy than necessary to convey the basic idea - however the volume of content may be necessary to convince the expected audience. Once you grasp the key concepts however the idea is quite engaging - I have been striving to define a relationship based interaction with customers for years, it appears that Sinek is ahead of me in this.====SECTION 2=====Wow! just wow - assuming he is correct then I need to open up more about my why. I already have a why - have for years - it is what has driven me to this point - and what continues to drive me forward - it is how I motivate myself - but the idea that it could be the key to motivating others is not one I have stopped to consider. One of the most interesting things to consider as you read the second section is the primary example used - Apple. Since the death of Jobs, I think we can see a clear pattern of Apple starting to shift their focus from WHY to WHAT - commoditizing their products and shifting to a more mainstream presentation. Which raises the question "does it take a single individual with vision to maintain a solid why?" (any doubt on this point - just look at how much they are focusing increasingly on manipulation instead of inspiration to keep customers). His next point is restating "one size doesn't fit all" which is on my list of differentiators. Final point from section 2 - trust is a result of shared beliefs - without those shared beliefs you can choose to make things work but it won't happen automatically (lack of trust)====SECTION 3========You cannot convince someone else of your value - they will believe it on their own - based on their trust in you. Build trust (through shared values and beliefs) and they will attribute value to you. Although the author doesn't word it this way- it would seem that the customer always has this niggling suspicion in the back of their mind that you are just in it for yourself - for what you can get out of it - for the money, the power, etc... It is up to you to prove your values to allay this suspicion - which of course can only be accomplished if indeed it is not true.To earn anothers trust you must serve them. You must make their progress easy - clear their path - open doors - solve their problems.more
Great book that delivers on its title. To inspire we need to change our focus from what or how we do things to why we do them. He claims that shift can streamline communications inside and outside a company and is what helps to make an emotional connection. Its not that you have never heard this kind of idea, however it is the way he presents and plays with this concept that that makes it worth reading.more
Start with the title. You're done. The rest of the book simply gives examples of those companies that had vision and those that didn't. If you already believed the basic premise, there was little to gain. It didn't explain how to keep why paramount in your day to day work, how to find why if you are working in a job without a clear purpose, how to inspire others to share your vision.more
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